Set 2

Q.1 Ans.

Discuss the factors affecting recruitment?

The recruitment function of the organisations is affected and governed by a mix of various internal and external forces. The internal forces or factors are the factors that can be controlled by the organisation. And the external factors are those factors which cannot be controlled by the organisation. The internal and external forces affecting recruitment function of an organisation are:

FACTORS AFFECTING RECRUITMENT

Q.2 Right Time is a watch manufacturing company. It has hired 20 people recently for the company. They will be involved in manufacturing, assembling of watches. They will be using different machines and tools for this. What type of training is best for them. What may be the advantages and limitations of the training method?

Ans: The appropriate training method will be: Induction training Induction training is important as it enables a new recruit to become productive as quickly as possible. It can avoid costly mistakes by recruits not knowing the procedures or techniques of their new jobs. The length of induction training will vary from job to job and will depend on the complexity of the job, the size of the business and the level or position of the job within the business. The following areas may be included in induction training: Learning about the duties of the job Meeting new colleagues Seeing the layout of the premises Learning the values and aims of the business Learning about the internal workings and policies of the business Advantages Of Induction Training: As the business world is continuously changing, organisations will need to provide their employees with training throughout their careers. If they choose not to provide continuous training they will find it difficult to stay ahead of the competition. The other benefit of training is that it will keep your employees motivated. New skills and knowledge can help to reduce boredom. It also demonstrates to the employee that they are valuable enough for the employer to invest in them and their development. Training can be used to create positive attitudes through clarifying the behaviours and attitudes that are expected from the employee. Training can be cost effective, as it is cheaper to train existing employees compared to

recruiting new employee with the skills you need. Training can save the organisation money if the training helps the employee to become more efficient. Limitations of Induction Training:Health Hazards One of the first disadvantages of an induction range deals with your health. Youve probably heard how microwaves and cell phones can present a health risk. Well, the induction range creates the same type of magnetic field that those other devices do. If you have a pacemaker or defibrillator, you would especially be at risk. Noise One of the next disadvantages of an induction range deals with noise. Electronic equipment is used to generate the electromagnetic fields vital for the induction process. This equipment needs to be protected from overheating. Therefore, an induction range requires a fan that can create more noise that youd like to hear while cooking. Price The hefty price tag of an induction range is also a disadvantage. A gas range will usually cost between $600 and $900. The electric variety can cost between $400 and $700. The cheapest induction range will usually cost you $1400. High-end designs will approach $2000. Power One of the disadvantages that the induction range shares with the electric variety deals with power outages. You wont be able to cook if your supply of electricity is interrupted. It is far less likely for your gas supply to be interrupted. If you routinely experience power outages, you will need to buy a backup generator so that you can use your induction range. Cookware One of the final disadvantages of an induction range deals with cookware. This type of range only works with cookware that can be magnetized. Therefore, you will need to replace all or most of your cookware when you buy an induction range. It will only work with cast iron and some stainless steel pots and pans. These are some of the disadvantages of an induction range. They cost considerably more than the gas or electric variety. Like electric ranges, you wont be able to use your induction range

Q.3 Write a note on 360 degree appraisal method. 360 degree appraisal has four integral components: 1. Self appraisal 2. Superiors appraisal 3. Subordinates appraisal 4. Peer appraisal.

Self appraisal gives a chance to the employee to look at his/her strengths and weaknesses, his achievements, and judge his own performance. Superiors appraisal forms the traditional part of the 360 degree performance appraisal where the employees responsibilities and actual performance is rated by the superior. Subordinates appraisal gives a chance to judge the employee on the parameters like communication and motivating abilities, superiors ability to delegate the work, leadership qualities etc. Also known as internal customers, the correct feedback given by peers can help to find employees abilities to work in a team, co-operation and sensitivity towards others. Self assessment is an indispensable part of 360 degree appraisals and therefore 360 degree Performance appraisal have high employee involvement and also have the strongest impact on behavior and performance. It provides a 360-degree review of the employees performance and is considered to be one of the most credible performance appraisal methods. 360 degree performance appraisal is also a powerful developmental tool because when conducted at regular intervals (say yearly) it helps to keep a track of the changes others perceptions about the employees. A 360 degree appraisal is generally found more suitable for the managers as it helps to assess their leadership and managing styles. This technique is being effectively used across the globe for performance appraisals. Some of the organizations following it are HP, Ericsson, Wipro, Infosys, and Reliance Industries etc. Q.4 Given below is the HR policy glimpse of Zoom Video, a multimedia company 1. It offers cash rewards for staff members 2. It promotes the culture of employee referral and encourages people to refer people they know, maybe their friends, ex. colleagues, batch mates and relatives. 3. It recognizes good performances and gives good titles and trophies to the people who perform well and also felicitates them in the Annual Day of the company. Identify what all aspects does it take care of, based on different levels of Maslows Need Hierarchy? Each of us is motivated by needs. Our most basic needs are inborn, having evolved over tens of thousands of years. Abraham Maslows Hierarchy of Needs helps to explain how these needs motivate us all. Maslows Hierarchy of Needs states that we must satisfy each need in turn, starting with the first, which deals with the most obvious needs for survival itself. Only when the lower order needs of physical and emotional well-being are satisfied are we concerned with the higher order needs of influence and personal development. Conversely, if the things that satisfy our lower order needs are swept away, we are no longer concerned about the maintenance of our higher order needs. Maslows original Hierarchy of Needs model was developed between 1943-1954, and first widely published in Motivation and Personality in 1954. At this time the Hierarchy of Needs model comprised five needs. This original version remains for most people the definitive Hierarchy of Needs.

1. Biological and Physiological needs air, food, drink, shelter, warmth, sex, sleep, etc. 2. Safety needs protection from elements, security, order, law, limits, stability, etc. 3. Belongingness and Love needs work group, family, affection, relationships, etc. 4. Esteem needs self-esteem, achievement, mastery, independence, status, dominance, prestige, managerial responsibility, etc. 5. Self-Actualization needs realizing personal potential, self-fulfillment, seeking personal growth and peak experiences. Q.5 Ans. Describe the emerging employee empowerment practice. Emerging employee empowerment practices One of the most common instruments established in large organizations has be the Employee Suggestion Schemes (ESS). The ESS has proved effective in allowing employees a discrete method of voicing their opinions and suggestion for what can be better managed in the company. The management invites the employees suggestions on all/any issue that is a source of irritation for the employees including topics mentioned in 13.3 above are open for comment. What however is different is that the employee is encouraged to frame it as a suggestion and make a recommendation for a change, rather than the classic fault finding approach about what is going wrong or what is not working well. There are ESS forms/ templates that are left in common places or the employee can download from the company intranet and fill in the suggestion for change and drop it in boxes left common places like the coffee area or the lunch rooms etc.. The Suggestion Committee includes line managers, HR representative and Finance and Facilities & Administration team members and senior management representative who can provide the necessary guidance for approval of the suggestions. The committee meets and discusses each suggestion in depth and evaluates the scope for implementation of the suggestion. The feasibility of implementing the suggestion and its other implications are evaluated closely and the suggestion accepted/set aside for future review/rejected. There are awards given away for excellent ideas that help the company optimise costs, productivity and improve quality, customer satisfaction etc. The team was provided with all the historical information they would need and were given all of 6 weeks to work on the project and make a presentation to the senior management of the company. After the first presentation to them and having incorporated the feedback received the taskforce then presented the new scheme to the employees. Finally it was approved as a policy and made effective. Todays organizations therefore adopt a collaborative approach to employee issues. While the technology companies are more informal the traditional brick-and-motor companies have formal processes. Whatever the approach whether formal or informal employees are encouraged to open-up and ask questions and perform as contended employees.

Q.6 Write a note on directive, permissive and participative type of leadership Introduction There are certain born leaders like Alexander/Julius Caesar. A good leader displays great ability, creativity, initiative and confidence. He adds and gets cooperation, willingness, and builds employees morale and motivation. There is a classic debatable question: Leaders are Born and Not Made. Whatever be the outcome of this debate, the fact remains that leaders are of a different breed and class apart. They are ordinary people who do extraordinary Concept of Leadership Leadership is defined as the relationship in which one person influences others to work Together willingly on related tasks to attain that level which he desires. That is to say, if there is no follower, there is no leader. Haiman defined Leadership as the process by which an executive or a manager imaginatively directs, guides and influences the work of others in choosing and attaining specified goals by mediation between the individual and organisations in such a manner that both will obtain the maximum satisfaction. A good leader: 1. Has foresight. 2. Has influence. 3. Has representative role playing. 4. Communicates properly. 5. Commands attention and respect. 6. Helps to achieve task objectives. 7. Commands trust and confidence. 8. Has concern regarding needs of his group. 9. Is sensitive to the task, people and environment. 10. Builds team and becomes a model. 11. Has the ability and skill to manage the team. 12. Has the ability to take decisions and many more. Classification of Leadership According to the Personnel Research Board of Ohio University leaders were classified as follows: a) THE BUREAUCRAT who sticks to routine, pleases his superiors, avoids subordinates and he is contemptuous to them. b) THE AUTOCRAT He is directive and expects obedience from followers. (Do as I say Not, as I do) Hence, subordinates do not like him. c) THE DIPLOMAT He is an opportunist who exploits subordinates. Hence, he is not trusted by his subordinates. (He is interested Not in the Flock but in the Fleece) d) THE EXPERT He is an overspecialised man. He is self-centered

and interested in his own narrow field. He treats his subordinates only as fellow workers without any feelings. He always finds himself along. e) THE QUARTER BACK He identifies himself with his subordinates even at the risk of incurring displeasure of his superiors and subordinates at times. However, he is generally liked by his followers. Another classification given by CHRIS ARGYRIS is as follows: a) The Directive type b) The Permissive type c) The participative type Directive Leadership Directive Leadership Directive Leadership is a common form of leadership we see in the world today. This leader tells the subordinate what to do, and how to do it. He initiates the action about the things to do and tells subordinates exactly what is expected of them, specifying standards and deadlines. They exercise firm rule and ensure that subordinates do follow. This kind of leaders are usually found in more traditional and long standing companies where the prevalent culture in the country is a more authoritarian type of rule, and especially so in Asian countries. Employees in these organizations will find it hard or sometimes even frustrating to work there. This is because when a leader behaves in such a way, it restricts the potential of individuals in the organization by not valuing their creativity and initiative. As a leader, you must strive not to become like that because this is how you manage people. But people dont want to be managed, they want to be lead. However, of course there are some cases where this form of leadership is important, like in the military where strictness and accuracy in performing tasks is often a virtue. However, for most other cases, I believe that this form of leadership in this day and age is counter-productive. Permissive Permissive leadership can also be called hands-off leadership. A permissive leader does not attempt to influence the members of the group. They are allowed to work on projects using whatever methods appear O.K. at the time. The truly permissive leader uses very little leadership pressure. The group is allowed and even expected to solve its own problems and accomplish goals using methods developed by group members. Permissive leadership may swing too far away from any form of leadership resulting in a vacuum of leadership which can result in confusion, lack of productivity, and even chaos within an organization. In other words there is an absence of effective leadership; although a group of disciplined and well motivated inviduals may be able to get things done Participative A participative leadership style takes into consideration the opinions and thoughts of the subordinates before making a decision. This type of leader is useful especially in situations where you can tap on the talent of your team. Ultimately, you may not be the most equipped in your team to handling situations so you might

want to make a collective decision with your team. A board of directors often behave in this fashion, where before a decision is made, the whole board is consulted and then a decision be made unanimously. The responsibility of the decision will be bore by the whole team as a result. To have skills as a leader in this area, you must have the skill of facilitation; to learn how to facilitate discussion and idea generation in a group. Sometimes people dont speak up for various reasons and your job as a leader in this case is to draw everyone to speak up so that you can tap on everyones thoughts and potential. This is important because everyone must be willing to bear equal responsibility for a decision that is put forward. This form of leadership probably works best in the setting of large organizations where there are a lot of shareholders or directors.